1. Chapter 15: RESOLVING CONFLICTS IN THE WORKPLACE Leonard: Supervision 11e
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2. AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE TO:
Recognize that handling disagreements and conflicts in the workplace is a component of supervision.
Identify and contrast five styles that are inherent in conflict-resolution approaches.
Distinguish between supervisory handling of employee complaints in any work setting and grievances in a unionized situation.
Explain the major distinctions between grievance procedures, complaint procedures, and alternative dispute resolution (ADR) procedures.

3. AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE TO: (cont’d)
Describe the supervisor’s role at the initial step in resolving a complaint or grievance, especially the need for open and frank communication.
Identify supervisory guidelines for resolving complaints and grievances effectively.

4. Disagreement and Conflicts Are Part of the Workplace
Substantive Conflict
Conflict between individuals because of what should be done or what should occur.
Personalized Conflict
Conflict between individuals that occurs because the two parties do not like one another.

5. Disagreement and Conflicts Are Part of the Workplace (cont’d)
Workplace Conflict Must Be Resolved
Supervisors become irritated and confused when employee complaints or grievances challenge their authority.
Supervisors must act like referees to resolve employee conflicts and guard against losing their tempers.
Supervisors should recognize that handling conflicts and resolving employee complaints and grievances are natural components of departmental relationships and the supervisory position.

6. Disagreement and Conflicts Are Part of the Workplace (cont’d)
Sources of Conflict
Communication breakdowns
Competition over scarce resources
Unclear job boundaries
Inconsistent policy application
Unrealized expectations
Time pressures

7. Resolving Conflicts Successfully Requires Effective Communication
Conflict Resolution Styles
Approaches to resolving conflict based on weighing desired degrees of cooperativeness and assertiveness.
Withdraw/avoid
Accommodate/oblige
Compromise
Compete/force/dominate
Collaborate/integrate/problem solve

8. Resolving Conflicts Successfully Requires Effective Communication
Reciprocity Reflex
One good turn deserves another in return.
Interest-based Negotiating
Is understanding why the other party wants what he or she wants, and then working toward a solution that satisfies those needs as well as your own.
Occurs when one side doesn’t use its power to force an agreement and both sides seek an option that satisfies their interests.

9. FIGURE 15.2 Conflict-resolution or negotiation styles.

10. Resolving Conflicts Successfully Requires Effective Communication (cont’d)
Communication in Resolving Conflicts
Supervisors should help the employee focus on the issues by engaging in collaborative problem solving.
The most effective communication and problem solving take place when people share perspectives.

11. Complaints and Grievances in Supervision
Any individual or group problem or dissatisfaction employees can channel upward to management, including discrimination.
Grievance
A formal complaint presented by the union to management that alleges a violation of the labor agreement.

12. Procedures for Resolving Grievances and Complaints
Grievance Procedure
Negotiated series of steps in a labor agreement for processing grievances, beginning at the supervisory level and ending with arbitration.
Complaint Procedure
A management-designed series of steps for handling employee complaints that usually provides for a number of appeals before a final decision.

13. Grievances and Complaints
Even when no formal system is spelled out, it is usually understood that employees have the right to register a complaint with the possibility of appealing to higher-level management. A procedure for handling complaints differs from a union grievance procedure in two primary respects:
The employee must normally make the complaint without assistance in arguing the case
The final decision is usually made by the chief executive or human resource director

14. Procedures for Resolving Grievances and Complaints
Alternative Dispute Resolution (ADR)
Approaches to processing and deciding employee complaints internally as an alternative to lawsuits, usually for disputes involving discharge and/or employment discrimination.
ODR (Online Dispute Resolution)
An alternative approach similar to ADR, but the dispute process is handled on online.

15. Procedures for Resolving Grievances and Complaints
Standards for ADR
The opportunity for a hearing before one or more neutral, impartial decision makers
The opportunity to participate in the selection of decision makers
Participation by the employee in assuming some portion of the costs of the dispute resolution
The opportunity to recover the same remedies available to the employee through litigation and confidentiality of proceedings

16. The Supervisor and the Significant First Step in Resolving Complaints And Grievances
During the initial step in handling grievances, there should be:
Open, frank communication between the supervisor and the complaining employee and the steward.
Open and frank communication exists in hearing and resolving employee complaints at the supervisory level.
Employee complaints should be settled amicably by the supervisor whenever possible rather than having them appealed and decided at higher levels.

17. Supervisory Guidelines for Resolving Complaints and Grievances
Make time available
Listen patiently and with an open mind
Distinguish facts from opinions
Determine the real issue
Check and consult
Avoid setting precedents
Exercise self-control
Minimize delays in reaching a decision
Explain decision clearly and sensitively
Keep records and documents
Do not fear a challenge

18. KEY TERMS Alternative dispute resolution (ADR) Complaint
Complaint procedure
Conflict resolution styles
Constructive or Functional conflict
Dysfunctional conflict
Grievance
Grievance procedure
Interest-based negotiation
Online dispute resolution (ODR)
Personalized conflict
Reciprocity reflex
Substantive conflict